Slide 10 1 10 Strategic human resource development

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Slide 10. 1 10 Strategic human resource development: pot of gold or chasing rainbows?

Slide 10. 1 10 Strategic human resource development: pot of gold or chasing rainbows? Learning Outcomes By the end of this chapter you should be able to: ● develop and discuss a continuum of strategic maturity upon which different approaches to human resource development (HRD) can be located; ● identify and explain the major features of strategic human resource development (SHRD) and organise these into a conceptual framework; ● analyse how systematic approaches to HRD can be accommodated in conceptual frameworks of SHRD; ● analyse the significance of the learning organisation and knowledge management to SHRD; ● as critically review the rhetoric and reality of the role of managers key SHRD stakeholders. Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 2 Figure 10. 1 Mapping the SHRD territory: a summary diagram of

Slide 10. 2 Figure 10. 1 Mapping the SHRD territory: a summary diagram of the chapter content Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 3 Figure 10. 2 A continuum of HRD strategic maturity Source: Adapted

Slide 10. 3 Figure 10. 2 A continuum of HRD strategic maturity Source: Adapted from Mc. Cracken and Wallace (2000) Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 4 Figure 10. 3 Mapping the HRD strategic maturity continuum Source: Adapted

Slide 10. 4 Figure 10. 3 Mapping the HRD strategic maturity continuum Source: Adapted from Garavan (1991); Mc. Cracken and Wallace (2000) Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 5 Figure 10. 4 Problem-directed versus strategically oriented HRD in the introduction

Slide 10. 5 Figure 10. 4 Problem-directed versus strategically oriented HRD in the introduction of new technology Source: Adapted from Muhlemeyer and Clarke (1997) Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 6 Figure 10. 5 The systematic HRD model Sources: Gibb and Megginson

Slide 10. 6 Figure 10. 5 The systematic HRD model Sources: Gibb and Megginson (2001); El-Sawed (2002) Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 7 Figure 10. 6 A strategically-oriented cycle of HRD activities Millmore et

Slide 10. 7 Figure 10. 6 A strategically-oriented cycle of HRD activities Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 8 Figure 10. 7 Employee learning and development as a strategic process

Slide 10. 8 Figure 10. 7 Employee learning and development as a strategic process Source: Adapted from Harrison (1993 a: 326) Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 9 Figure 10. 8 Revised continuum of HRD strategic maturity Millmore et

Slide 10. 9 Figure 10. 8 Revised continuum of HRD strategic maturity Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

Slide 10. 10 Figure 10. 9 A systems perspective of knowledge management Millmore et

Slide 10. 10 Figure 10. 9 A systems perspective of knowledge management Millmore et al. , Strategic Human Resource Management : Contemporary Issues, 1 st Edition © Pearson Education Limited 2007

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